Women Managers in Egypt Vs. India & US Managers
Jun 21, 2015
Women Managers in Egypt Vs. India & US Managers
Agenda
Introduction
Women in Senior MNG/ Workforce/
Unemployment
Women in India/US/Egy
pt
Leadership Characteristics Males/Females
Comments &
ConclusionWomen in Economy
Survey & Data Analysis
Management Jargon
• Today’s jargon in Management is associated with consultative styles and high levels of interpersonal skills ……..women’s management styles
• Business women use positions of authority to create a supportive, nurturing environment.
• Men use positions of authority to create a hierarchal environment in which they issue orders and expect obedience.
Introduction
• A study In 2005, a year-long study conducted by Caliper, a Princeton, New Jersey-based management consulting firm, and Aurora, a London-based organization that advances women which identified leadership characteristics that distinguish women leaders from men
Leadership Characteristics Males/Females
Leadership Characteristics Males/Females-
Cont.The women leaders scored significantly higher than male leaders in ego-drive, assertiveness, willingness to risk, empathy, urgency, flexibility and sociability.
The women leaders were in the mid-range on ego strength which was lower, though not significantly, than male leaders.
Ego
Drive
Asser
tivnes
s
Risk
Taki
ng
Empat
hy
Urgen
cy
Socia
bility
0%
20%
40%
60%
80%
100%
FemaleMale
Ego
stre
ngth
Empat
hy
Flex
ibili
ty
Socia
bility
Asser
tivnes
s0%
20%
40%
60%
80%
100%
FemaleMale
Leadership Characteristics Males/Females-
Cont.Leaders of both genders shared well above average levels of abstract reasoning and idea orientation. Interestingly, the women leaders were lower than their male counterparts in thoroughness
Women leaders scored significantly lower than male leaders in external structure and cautiousness. And they have very high scores in abstract reasoning.
Empat
hy
Flex
ibili
ty
Socia
bility
Urgen
cy
Abstra
ct R
eson
ing
Idea
Orie
ntatio
n
Thou
ghness
0%
40%
80%
FemaleMale
Exte
rnal
Struct
ure
Cautio
snes
s
Urgen
cy
Risk
Taki
ng
Abstra
ct R
eson
ing
0%20%40%60%80%
100%
FemaleMale
Women/Men Management Styles
• Men’s styles :• Task-oriented
• Autocratic
• Command-and-control
• Punishment-oriented• Women’s styles :
• Team players
• Democratic
• Transformational
• Reward-oriented
A Quote To Remember
A feminine way of leading includes helping the world to understand and be principled about values that really
matter
Women in Economy
• Women are a powerful force for sustainable economic growth. • Women’s participation in economic activity brings benefits at both micro and macro
levels.
At the macro level there is a positive correlation between female labor force participation rates and economic growth.
At the micro level the participation of women in the labor force is beneficial for the welfare of the family (income, health, children’s education etc.).
Women in Economy
• Women now represent 40 % of the global labor force
• The female labor force participation in the economy has reached 50 % over the past two decades
Women in Senior Management
Workforce
45%
55%
USA Workforce
Fe-male
22%
78%
India Workforce
FemaleMale
23%
77%
Egypt Workforce
FemaleMale
Unemployment
10%
90%
Unemployment
Unem-ploymentemployment
13%
87%
Unemployment
Unem-ploymentEmployment
7%
93%
Unemployment
Unem-ploymentEmployment
Female Unemployment
6%
94%
Female Unmployment % from Workforce
UnemployedEmployed
7%
93%
Female Unemployment % from workforce
UnemployedEmployed
25%
75%
Female Unemployment % from workforce
UnemployedEmployed
MaleUnemployment
4%
96%
Male Unemployment % from workforce
UnemployedEmployed
7%
93%
Male Unemployment % from Workforce
UnemployedEmployed
10%
90%
Male Unemployment % from Workforce
UnemployedEmployed
USAIndia
Egypt
Perspectives on Women in Management in India 2012
Female managers: • Only 2% of management• Only big corporations, like HSBC
Reasons: • Caste system• Cinderella Complex• Glass Wall and Concrete Wall effects
• Indian women managers tend to be:• More aggressive, very urgent• Least empathetic and least flexible• They take risks and launch new ideas
• Out of 131 countries, India ranks 11th from the bottom in female labour force
participation.
• India’s National Sample Survey Organization (NSSO): falling female participation from
+40% (mid-1990s) to 29% (2004-05) to 23% (2009-10) and 22.5% (2011-12)
• Women constitute over a fifth of the organized sector workforce (2012).
• Unorganized sector jobs are marked by: poor wages - poor quality of work -
absence of social protection
Women in India
USAIndia Egypt
USA
Due to Equality, USA women managers show no peculiar attitudes and no extremes.
Fortune 500 Executive Officer
Positions Held By Women ( %)
Forbes (December 2013):
USA women managers:
• Connection
• Empathy
• Emotional cue-taking
• Consensus-building
• Risk-taking
• Mutuality
• Questioning as their leadership style.
• Life, family and work priorities clash fiercely.
USA
US Management Professional & Related Occupations held by women (%)
Fortune 500 Women CEOs (%)
USA
India Egypt
• Hierarchical structures
• Managing authority consultatively
• Final, firm authoritative decision.
• Subordinates follow and dispute & criticism are not expected or appreciated.
• Cautious and do not take too many risks
• Decision-making is slow
Egyptian Women Management Style
Challenges Facing Egyptian Women SOCIAL, ECONOMIC AND LEGAL EMPOWERMENT OF EGYPTIAN WOMEN United Nations
Development Programme (UNDP) United Nations Entity for Gender Equality and the Empowerment of Women (UN Women)
United Nations Population Fund (UNFPA)26 November, 2013
Social Challenges • Lack of
awareness on social rights; high illiteracy rates; inequality in education.
Economic Challenges• Persistent and
increasing burden of poverty on women ; high rate of unemployment among women.
Political Challenges • Lack of
awareness on political rights; biasness against women in decision making positions.
Legal Challenges • Discrimin
atory laws/policies; limited access to justice
Institutional Challenges• Lack of
qualitative and quantitative data and evidence based research and centers; lack of strong enforcement mechanisms to apply equality
Cultural Challenges• Discrimination
culture against women; stereotyping of women; misconceived public perception on women’s rights and status.
• ForcefulnessAssertiveness • ViolenceAggressiveness • Inner need to persuade others for gaining gratification Ego Drive• UnderstandingEmpathy• Self ConfidenceEgo Strength • Willingness to take necessary risksRisk Taking • Sense of immediacyUrgency• CarefulnessCautiousness• OutgoingnessSociability• CompanionabilityGregariousness• AdjustmentAccommodation• Uncertainty Skepticism• Apply problem-solving techniquesAbstract Reasoning • Originality or creativityIdea Orientation • Attention to detailsThoroughness• Willingness to modify ones approachFlexibility• Ability to determine and direct prioritiesSelf Structure • Sensitivity to StructureExternal Structure
18 A
sp
ects
d
efi
nit
ion
s
• Due to Large population and time constraints ,we calculated the sample size based on the below formula:
• n =
• And as we don’t have the mean of the population so we assumed that the sample mean will be 0.5 and the accepted error is 9.4%
• n = n = n = 113
• We tested 59 women Managers with error of 13% and confidence level 0f 87%
• = 13%
Survey
Survey
Top Box Methodology:
• The idea behind this practice is that you're getting only those that are expressing a strong attitude with a statement. This applies to standard like item options (strongly disagree to strongly agree) The appeal of top-box scores is that they are intuitive. It doesn't matter if the ratings are about agreeing, it's basically only considering the highly opinionated
Data Analysis
49%23%
28%Top Box Methodology
sum ( 1 , 2 )
3
So based on that we choose sum of 1 & 2 to apply it on the Chart
Comments
External Structure: USA is the highest which is
matching with their culture and nature, on the other side Indians ranked the
lowest which is against their nature
Accommodation, Egyptian women managers are in between managers in US
and India, abnormally Indians are the lowest
scores
Abstract Reasoning, Indians are the highest and Egyptian
women come the lowest, men and women are above average in caliper’s study
Correlation Analysis ASSERT Aggres
EGO-DRI
Empathy
EGO-STR
RISK TAKI
URGENCY
CAUTIOUS
SOCIABILITY
GREGARIO ACCO
SKEPTI
ABST REASO
N
IDEA ORIENT THOROU FLEXIB
SELF-STRUC
EX STRUC
ASSERTIVENESS 1.0
Aggressive -0.4 1.0EGO-DRIVE -0.3 0.5 1.0Empathy 0.6 -0.5 -0.5 1.0
EGO-STRENGTH 0.4 -0.5 -0.5 0.5 1.0
RISK TAKING 0.2 0.0 -0.1 0.1 -0.1 1.0URGENCY -0.1 0.3 0.2 -0.2 -0.1 0.2 1.0CAUTIOUs 0.4 -0.1 -0.2 0.4 0.3 0.3 0.0 1.0
SOCIABILITY 0.5 -0.6 -0.4 0.7 0.4 0.1 -0.3 0.3 1.0
GREGARIO 0.4 -0.5 -0.4 0.5 0.4 0.1 -0.2 0.2 0.7 1.0ACCOMMOd 0.5 -0.3 -0.3 0.6 0.4 0.3 0.0 0.4 0.5 0.4 1.0SKEPTICISM 0.5 -0.3 -0.3 0.6 0.4 0.2 0.0 0.5 0.6 0.5 0.6 1.0
ABST REASON 0.3 -0.2 -0.3 0.4 0.3 0.3 0.1 0.5 0.4 0.4 0.4 0.4 1.0
IDEA ORIENT 0.4 -0.3 -0.2 0.4 0.3 0.4 0.1 0.4 0.3 0.4 0.4 0.5 0.6 1.0THOROUGHNE
SS 0.1 0.0 0.1 0.2 0.1 0.1 0.2 0.3 0.3 0.2 0.2 0.3 0.3 0.3 1.0
FLEXIBILITY 0.6 -0.5 -0.4 0.6 0.6 0.0 -0.2 0.4 0.6 0.6 0.6 0.6 0.4 0.4 0.2 1.0
SELF-STRUCTURE 0.3 -0.1 -0.1 0.3 0.3 0.3 0.1 0.5 0.3 0.2 0.5 0.5 0.5 0.5 0.3 0.3 1.0
EXTERNAL St. 0.1 0.0 0.0 0.1 0.2 0.0 0.2 0.4 0.0 0.1 0.1 0.2 0.3 0.3 0.4 0.2 0.4 1.0
Correlation AnalysisBy studying the correlation between some aspects, some were positively high as:
Flexibility & Assertiveness = +0.6
Empathy & Skepticism = +0.6
Flexibility & Empathy = +0.6
Assertiveness & Empathy = +0.6
Gregariousness & Sociability= +0.7
Sociability& Empathy =+0.7
Ego Strength & Flexibility= +0.6
Abstract Reasoning & Idea Orientation= +0.6
Other aspects correlation were negative:Correlation Analysis
Sociability & Aggressiveness= -0.6
Flexibility & Aggressiveness = -0.5
Ego Strength & Aggressiveness= -0.5
Ego Drive & Empathy= -0.5
Females
Males
Assertiveness
Assertiveness
CaliperAssertiveness in Egyptian women is less than 50%
Risk Taking
Risk Taking
Caliper Risk Taking in Egyptian women
is 30%
EmpathyEmpathy
Caliper Empathy in Egyptian women is less than 50% CautiousnessCautiousness
Caliper Cautiousness in Egyptian women is more than 50%
Females
Males
Males
Females
Females
Males
Thoroughness
Thoroughness
Caliper Thoroughness in Egyptian women is more than 50%
Males
Females
Based on the outcome we conclude that Egyptian Female Managers are striving to prove them selves in the working environment and overcome stereotyping that resulted from Religious and cultural background
• Close Community
• Wasn’t allowed to express herself
• Restrictions
Conclusion
धन्यवा�द
Thank You
شكرا